Impactive Coaching Application

Q1. Can you share an example of a recent client, in a similar position to me, who improved with your help?

You are looking for the coach to share a specific, recent example.   If you suspect that they are picking their only successful engagement from two years ago, your follow-up question should be, “can you share another example?” Any answers that are too general may be indicative of a coach who doesn’t have the history of success that you deserve. If this is the case, you’ll hear something like:

“Most of my client’s improve at…” or “Lately, I’ve had a number of clients that…”

Q2. Can you give me some examples of how you have challenged clients to think or behave differently?

Let’s just put this on the table; a coaching process will almost always have some discomfort along the way. You’ll probably receive difficult feedback from the assessment process and may be challenged about the way you work or what you believe. So, explore the coach’s comfort with the idea of challenging you. The theme of specific answers continues, so the coach should use very clear examples. The answer should sound something like this:

“I worked with an AVP at a large I.T. company. She wasn’t replacing a poor performer on her team, yet continued to complain about that person over the course of several meetings. I voiced my observation (complaints without action), we identified the challenges (volume of work, employee’s relationship with the CFO, concern over personal reputation) and opportunities (improved team engagement, regaining leadership leverage, reputation of the group, long-term performance improvements). Finally, we created a series of actions and moved forward with the challenge. “

Q3. What is your coaching process and how would you go about assessing my development needs?

There are really two questions here so feel free to spit them up if you’d like. One way or another, the coach will probably answer them both at once. Less experienced coaches are often too reliant on one process, model or assessment. A coach with a little more maturity will be able to express a clear process and also, be flexible in their approach. I always look for clear timelines and several different assessment options. A solid answer should be something like this:

“The overall process is fairly consistent: We’ll launch our first meeting, conduct a series of assessments including interviews with your stakeholders (boss, peers, reports, etc.). I have several assessments to choose from and we’ll decide which are the best ones together. Then, we’ll create a development plan, enroll your boss and other stakeholders, and of course, work on executing that plan over the course of 6 months. Then we’ll evaluate your progress and create recommendations for moving forward.”

Q4. How has your coaching improved over the last six months?

Again, we’re looking for a time stamp to ensure the coach is current. The example should be specific (general answers indicate inexperience or avoidance) and should show that your coach is currently working to sharpen their saw. This is an indicator of a professional coach. An example could be something like:

“I attended a coaching conference last Spring and went to a session about measuring the impact of coaching engagements. Now, I’ve started to use very practical measures that help my clients assess the value of their behavior change and the value of the coaching engagement.”

Q5. Would you share an example of a failure you’ve experienced while coaching over the last six months?

There is a reason that this is a classic interview question. The prospective coach should answer with confidence and also, express honesty and humility. They should be able to articulate what they learned and how they have changed. After all, that’s what they’ll be asking you to do. Here’s an example of a solid answer:

“I’ve learned the hard way that there are some people I don’t work well with. An example is a coaching engagement I took with a very successful insurance sales leader. He was so successful that his abusive leadership had been tolerated for years. His new boss, a friend of mine, asked me to work with him and I really had difficult time remaining objective. I was quite ineffective. I ended the engagement early and, I’ve learned to recommend clients like that to other coaches who have success with this kind of work.”

Q. Bonus Question: Are you certified?

There is still lots of fuss over this question of certification so, let me be crystal clear. I am biased towards certification, specifically that which is offered through the International Coaching Federation. Largely, because I worked my tail off to earn the certification. My experience is that that you’re more likely to have a valuable engagement with a certified coach.

There are great executive coaches in both camps (certified and not certified), so why not go for the one with certification. These people have a peer group to study with and are held accountable to a set of values and clear ethical standards. They have proven through study, supervised application and examination, that they can coach.

Regardless of your decision around certification, you deserve a great executive coach. Use some of these questions to make sure you pick the right one.